Hassan Bahauddin
Selected Operating Mandates
Selected operating mandates spanning business growth, transformation, international operations, capital deployment, and complex execution.
Operating Experience at a Glance
Experience spanning P&L leadership, multi-country organisations of approximately 200 personnel, operating transformation, and capital deployment.
Selected Mandates
I
Global DTC Commerce Platform
Led executive operating leadership across an international DTC commerce platform spanning eight brands across North America.
Directed the strengthening of operating cadence, cross-functional accountability, and commercial execution as the platform scaled from approximately $67M to $80M+ in reported revenue.
Leadership scope
- Approximately 10 direct reports across core operating functions
- Approximately 15 indirect reports in the United States
- Approximately 45 indirect reports in Manila supporting customer operations and back-office functions
- Executive coordination across supply chain, fulfilment, forecasting, partnerships, and customer operations
- Manufacturing coordination with China-based production teams of approximately 120 factory personnel
Outcomes
- Nationwide 3PL logistics network deployed to support scale
- Cross-brand forecasting and performance visibility improved across eight brands
- Reported annualised cost savings exceeding $1M through analytics, automation, and operating improvements
Installed the governance frameworks, reporting discipline, and operating cadence required to scale a multi-brand DTC platform without loss of execution control.
II
US Television & Digital Media Platform
Executive operating leadership within a fast-growing US television and digital media company generating approximately $4M in monthly gross sales.
Operating remit centred on strengthening the company's structure for scale, improving execution across the post-sale organisation, reducing accumulated operational debt, and bringing greater control to cost, capacity, productivity, and delivery performance.
Leadership scope
- End-to-end operating responsibility across the post-sale organisation, from client onboarding through production, delivery, and distribution
- Ownership of operating economics and resource efficiency, including unit-cost, capacity, productivity, and delivery benchmarks
- Operating model redesign across production and post-production, combining stronger accountability and standardisation with AI-enabled workflows and automation
- Management dashboards and KPI infrastructure providing visibility across cost, backlog, throughput, capacity, and delivery performance
- Executive oversight of operational risk and high-value client outcomes, including multi-platform content distribution across Apple TV, Google TV, Amazon, and additional digital storefronts
Outcomes
- Reduced an inherited podcast production backlog from approximately 500 to fewer than 100 in under two months
- Eliminated a 47-episode television production backlog, moving post-production from accumulated catch-up toward real-time operating flow
- Reduced editing time by approximately 25% through AI-supported workflows while retaining human quality controls
- Established clearer unit economics, operating cadence, and performance visibility across the production organisation
Strengthened the operating model required to support continued growth, improving delivery flow, cost visibility, productivity, and management control across a high-volume client delivery organisation.
III
International Solar Development Portfolio
Led group operating leadership across an international renewable energy development portfolio spanning Colombia, Mexico, Pakistan, and China.
The portfolio included 450MW+ of development activity with an estimated value exceeding $400M, requiring coordination across engineering, legal, regulatory, commercial, and capital workstreams.
Leadership scope
- Cross-border operating leadership across four countries
- Organisations of up to approximately 200 personnel depending on project phase
- Coordination of development, engineering, commercial, and execution teams across multiple subsidiaries and markets
Capital and operating scope
- Development partnership structuring
- Governance and reporting across project advancement
- Capital readiness and construction preparation
- Alignment of technical, commercial, and regulatory workstreams
Directed the transformation of a multi-market development portfolio into a governed, financeable, and strategically monetisable renewable energy business.
IV
Industrial Coffee Processing Infrastructure
Directed the design, construction, and delivery of two large-scale industrial coffee processing facilities with a combined project value of approximately US$76M, supporting the expansion of one of Colombia's largest coffee producers.
Each facility measured approximately 4,000 square metres and formed part of a broader industrial scale-up across southern Antioquia.
Operating scope
- EPC coordination across engineering, procurement, and construction
- Capital deployment across core processing infrastructure
- Procurement strategy and operating readiness across the broader production system
- Integration of supporting logistics, office, utilities, communications, and renewable energy infrastructure
This work formed part of a broader industrial scale-up effort designed to centralise processing capability and modernise supply chain infrastructure across southern Antioquia.
V
Solar Development Portfolio Transaction
Directed the commercial lifecycle of a renewable energy portfolio secured through Colombia's national renewable energy auction.
The portfolio represented 123.8MW of awarded solar capacity and formed one of the country's early utility-scale development pipelines.
Executive scope
- Commercial structuring of the portfolio
- Coordination across legal, regulatory, engineering, and financing stakeholders
- Transaction preparation, investor engagement, and sale execution
The portfolio was successfully sold to Grupo Cobra, part of ACS Group, as part of its broader Latin American renewable energy expansion strategy.
VI
Multi-Site Consumer Brand Expansion
Serving as Fractional COO, leading operating model redesign and supply chain restructuring to support national retail and DTC expansion across a multi-site consumer brand.
Directed procurement discipline, commercial architecture, inventory flow, and operating governance across locations while preparing the business for broader expansion.
Operating scope
- Strengthening operating capacity for multi-site retail and DTC expansion toward a US$7.4M revenue target
- Building a nationwide DTC and ecommerce strategy alongside physical retail growth
- Leading new store rollout and operational scale
- Engaging in expansion discussions with UAE-based investors and counterparties
The objective is to install the operating structure required to support multi-location growth, stronger unit economics, and international expansion readiness.
VII
Energy Efficiency & Solar Infrastructure Programme
Directed a multi-phase industrial energy optimisation and renewable energy deployment programme for a large manufacturing facility.
Oversaw a facility-wide LED retrofit and the development of a 4MW solar project, coordinating industrial energy-efficiency work and solar-development planning.
Operating scope
- Project structuring and engineering coordination
- Financing support and operating planning
- Deployment oversight across both energy efficiency and solar generation phases
This mandate combined infrastructure delivery, energy cost transformation, and long-term operating efficiency.
VIII
Regulated Medicinal Cannabis Platform
Provided fractional executive leadership installing operating governance within a regulated medicinal cannabis cultivation platform.
Directed operating model design, production governance, compliance alignment, and investor readiness across a tightly regulated sector.
Leadership scope
- 2 direct reports
- Approximately 16 indirect personnel across operations
Outcomes
- 71% output growth
- 16% cost reduction through automation and planning discipline
- Formal compliance, reporting, and production controls introduced across cultivation, inventory, and cost management
This later evolved into broader executive operating leadership with measurable gains in productivity, control, and commercial readiness.
IX
US Production Business
Led operating restructuring and commercial execution for a US production business as revenue grew from approximately US$2.8M to US$4.4M.
Strengthened management visibility and delivery planning against a commercial pipeline of approximately US$6.1M.
Executive profile
For a full account of operating history, transaction experience, and executive credentials, request the executive CV or connect directly.